We are FIRST ONSITE, a North American leader in property restoration and reconstruction. Our speed, scope and commitment to safety are unmatched, but it’s our extraordinary service that makes the biggest difference. Our local operations are backed by extensive national resources, so that we can be first to arrive and first to make a difference for communities and businesses across the continent. With expansive resources and experience, we’ll get you back to work and life, no matter what. It’s our goal to be the only property restoration partner our clients ever need. Together, we help you Restore, Rebuild, and Rise.

Key Accomplishments• Converted old AR into cash reducing over 60-day AR from over $3M+ to less than $1M for three CA locations• Improved overall margins for all CA offices by 5.5% (39% to 44.5%) from 2016 to 2018 (margins through Q1 2019 are up an additional 5%)• Directed the restructuring of the L.A. office which was shut down in November 2016 and reopened in June 2017• Identified and developed my replacement for the Phoenix office which continues to consistently produce revenue in excess of $13.5M, gross margins in excess of 50%, and EBITDA in excess of 18.5% or $2.5M• Reduced non-productive labor for three CA locations by establishing strict SOPs for shop time approval resulting in a 75% reduction shop time costsBudgeting and Forecasting• Collaborate with four GMs on annual budgets for a district consisting of 4 locations and 150+ employees• Identify target accounts for each market and set expectations for generating new sales• Set expectations for revenue, gross margin, operational expenses, and gross profit• Prepare monthly P&L reviews with each GM for presentation to the CEO and CFOOther Responsibilities• Work with four GMs to develop long term relationships with key customers through exceptional customer service and honesty to ensure mutual profitability• Conduct weekly performance reviews with each GM covering KPIs including but not limited to new sales, revenue recognition, gross margin, customer service, employee performance, and safety• Train GMs on how to conduct effective safety meetings, production meetings, and AR meetings• Identify needed areas of improvement related to Opex inefficiencies and develop strategies for improvement• Conduct monthly sales meetings with BD staff and GMs to review current performance, reward top performers, and review coming expectations based on current performance• Traveled to Phoenix once a month and L.A. every other week to provide one on one training with GMs and team members

Key Accomplishments• Successfully merged 3 different restoration companies into one business unit• From 2014-2016, consistently produced revenue in excess of $13.5M, gross margins in excess of 50%, and EBITDA in excess of 18.5% or $2.5M• Increased revenue from $9M in 2013 to $13.8M in 2014 and gross profit from $260K to $2.6MBudgeting and Forecasting• Created annual budgets for a location with 50+ employees• Set margin expectations for mitigation, mold, asbestos, contents, and structure repairs• Identify target accounts for estimators and business development teamOther Responsibilities• Developed long-term relationships with key customers, material vendors, and subcontractors• Conducted weekly production meetings with project managers, estimators, and project coordinators to ensure projects are completed on time and within budget• Directed work flow operations including AR, AP, fleet maintenance, and customer service• Conducted weekly sales meetings to establish and review sales goals and expectations• Prepared annual performance evaluations and set employee development goals for each staff member• Responsible for hiring and developing project managers, estimators, office staff, and sales staff• Established SOPs and KPIs which helped set clear expectations and improved accountability• Handled all issue resolutions related to customer service, workmanship, and accounts receivable

Key Accomplishments• Improved bottom line performance by over 30% from FY 2010 to FY 2011• Implemented performance metrics with delivery labor which improved labor as a percentage of sales resulting in over $100,000 in savings from FY 2010 to FY 2011• Reduced slow moving inventory by over 50% by running specials and creating incentives for the sales staffBudgeting and Forecasting• Created annual budgets based on past sales history and monthly P&L statements for branch of 15-20 employees• Analyzed job profitability through a job costing model in order to establish metrics that increase profitability• Established quotas and margin expectations with sales staff based on job profitability information and forecastsOther Responsibilities• Directed work flow operations including AR, AP, inventory control, fleet maintenance, and dispatching• Prepared annual performance evaluations and set employee development goals for each staff member• Established safety as a main core value through weekly safety meetings; random pre, post, and on-site job inspections; quarterly yard safety/hazardous material storage inspections; and thorough accident investigations• Responsible for appropriately staffing my team based projected sales and market analysis• Monitored the maintenance and repairs for a fleet of 14 vehicles (trucks, towable and warehouse forklifts)

KEY ACOMPLISHMENTS• Maintained the second highest return of profit as a percentage of sales out of thirty three branches for 2008• Developed a dispatcher into a branch manager and a counter sales person into an assistant manager over a two year period• Reduced inventory shrink from over 10% of inventory to less than 0.1% of inventory during my first year as branch manager• Improved yard efficiency while reducing staff from 3 full time employees to 1 full time employee and 1 part time employee while increasing sales and reducing shrinkage• Reorganized the warehouse and yard layout and oversaw the planning and execution of the new layout resulting in improved space maximization, staging efficiency, labor cost and theft preventionOTHER RESPONSIBILITIES• Led weekly sales meetings to establish and review sales goals and expectations• Prepared annual performance appraisals and set developmental goals with each staff member• Established safety as our main core value through weekly safety meetings and random pre, post, and on site job inspections• Conducted thorough accident investigations• Performed quarterly yard safety and hazardous material storage inspections to ensure OSHA compliance• Interviewed, hired, and developed delivery crews, office staff, and sales staff